Newburn Surgery Partnership Also known as Newburn Surgery

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

We looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture
At our last assessment, we rated this key question as GOOD. At this assessment, the rating remains the same.
 

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service had a shared vision, strategy, and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.
Leaders had contributed to the development of the practice vision and strategy, which was kept under review.
 

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience, and credibility to lead effectively. They did so with integrity, openness, and honesty.
Staff told us leaders in the practice was approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. We saw the leadership team worked with other practices in the primary care network and contributed to the development of primary care services within the local area.

The service fostered a positive and open culture where people felt confident to speak up and knew their views would be heard. The practice had established Freedom to Speak Up arrangements in collaboration with another practice within the Primary Care Network (PCN). At the time of inspection, the provider was in the process of transitioning to an alternative service to maintain similar arrangements and ensure staff continued to have clear and accessible routes to raise concerns.

The service valued diversity within its workforce and actively worked towards creating an inclusive and fair culture by promoting equality and equity for all staff. Policies and procedures to support diversity and equality were in place and implemented effectively. For example, the practice used the NHS Jobs platform for recruitment, which anonymised identity information during shortlisting to ensure a fair and unbiased process.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment, and support. They acted on the best information about risk, performance, and outcomes, and shared this securely with others when appropriate.
Leaders and managers supported staff, and staff were clear on their individual roles and responsibilities. Managers met with staff regularly to complete appraisals and performance reviews. They also held meeting to discuss QOF targets, significant events and areas of possible improvement. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Managers held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.
 

The service understood its duty to collaborate and work in partnership to ensure care was seamless for people. Leaders and staff shared information and learning with partners and worked collectively to drive improvement. The provider collaborated with other practices within the Primary Care Network (PCN) to deliver extended access and vaccination programmes, supporting wider community health needs.
Although a Patient Participation Group (PPG) had not been in place since the COVID-19 pandemic, the provider continued to explore alternative ways to maintain engagement with the local community. This included using various platforms such as social media to gather feedback and keep people informed.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome, and quality of life for people. They actively contributed to safe, effective practice and research. At the time of the assessment, the practice was actively involved in ongoing initiatives within the Primary Care Network (PCN) and the GP federation focusing on reducing health inequalities within the local population.